Canadian Pharmaceutical Sales Management

Published by: Cutting Edge Information

Published: Nov. 1, 2007 - 151 Pages

Table of Contents

Charts and Graphics Table of Contents

EXECUTIVE SUMMARY

Figure E.1: Report Definitions

Figure E.2: Primary Care Sales Force Resource Allocation

Figure E.3: Specialty/Hospital Sales Force Resource Allocation

Figure E.4: Average Cost per Rep

Figure E.5: Number of Reps Calling on Physicians by Value: Primary Care

Figure E.6: Compensation & Incentive Structures that Align with Personal Needs

Figure E.7: Geographic Sales Alignment: Top 10 Global Company

Figure E.8: Hybrid Sales Alignment: Top 10 Global Company

BUDGET, STRUCTURE AND TERRITORY MANAGEMENT

Figure 1.1: Primary Care Sales Force Resource Allocation

Budgeting and Financial Support

Figure 1.2: Specialty Sales Force Resource Allocation

Figure 1.3: Average Cost per Primary Care Rep

Figure 1.4: Average Cost per Specialty/Hospital Rep

Figure 1.5: Cost per Detail Including Samples: Primary Care

Figure 1.6: Cost per Detail Excluding Samples: Primary Care

Figure 1.7: Cost per Detail Including Samples: Specialty/Hospital

Figure 1.8: Cost per Detail Excluding Samples: Specialty/Hospital

Structure and Headcounts

Figure 1.9: Company Structure: Top 10 Global Company

Figure 1.10: Company Structure: Top 10 Global Company

Figure 1.11: Company Structure: Mid-sized Company

Figure 1.12: Company Structure: Mid-sized Biotech Company

Figure 1.13: Company Structure: Small Company

Figure 1.14: Company Structure: Small Company

Figure 1.15: Surveyed Companies’ Rep Headcounts

Figure 1.16: Surveyed Companies’ Number of Sales Divisions

Figure 1.17: Average Division Size (Primary Care)

Figure 1.18: Average Division Size (Specialty/Hospital)

Figure 1.19: Average Number of Reps per District Manager (Primary Care)

Figure 1.20: Ideal Number of Reps per District Manager (Primary Care)

Figure 1.21: Average Number of Reps per District Manager (Specialty/Hospital)

Figure 1.22: Ideal Number of Reps per District Manager (Specialty/Hospital)

Figure 1.23: Percentage of Companies Undergoing a Major Restructuring/Realignment

over the Past 12 Months

Figure 1.24: Recent Sales Force Growth/Contraction (Past 12 Months)

Figure 1.25: Planned Sales Force Growth/Contraction (Next 12 Months)

Figure 1.26: Percentage of Surveyed Companies Employing Contract Sales Forces

Sales Force Coordination, Product Prioritization and Territory Alignment

Figure 1.27 Drugs in the Bag: Primary Care

Figure 1.28: Drugs in the Bag: Specialty/Hospital

Figure 1.29: Product Portfolio Weighting

SALES MANAGEMENT STRATEGIES

Training Sales Reps

Figure 2.1: New Reps: Total First-Year Training Hours (Primary Care)

Figure 2.2: New Reps: Total First-Year Training Hours (Specialty/Hospital)

Figure 2.3: Percentage of New Rep Training Hours Given Prior to Entering the Field

(Primary Care)

Figure 2.4: Percentage of New Rep Training Hours Given Prior to Entering the Field (Specialty/Hospital)

Figure 2.5: Percentage of Primary Care Reps’ Time Spent on Ongoing Training

Figure 2.6: Percentage of Specialty/Hospital Reps’ Time Spent on Ongoing Training

Compensation, Incentives & Rewards

Figure 2.7: Compensation Structure

Figure 2.8: New Hire Primary Care Rep Compensation

Figure 2.9: Average Primary Care Rep Compensation

Figure 2.10: High Performing Primary Care Rep Compensation

Figure 2.11: Bonus Compensation as a % of Total Pay: Average Primary Care Rep

Figure 2.12: New Hire Specialty/Hospital Rep Compensation

Figure 2.13: Average Specialty/Hospital Rep Compensation

Figure 2.14: High Performing Specialty/Hospital Rep Compensation

Figure 2.15: Bonus Compensation as a % of Total Pay: Average Specialty/Hospital Rep

Figure 2.16: New Hire Primary Care District Manager Compensation

Figure 2.17: Average Primary Care District Manager Compensation

Figure 2.18: High Performing Primary Care District Manager Compensation

Figure 2.19: Bonus Compensation as a % of Total Pay: Average Primary Care District Manager

Figure 2.20: New Hire Specialty/Hospital District Manager Compensation

Figure 2.21: Average Specialty/Hospital District Manager Compensation

Figure 2.22: High Performing Specialty/Hospital District Manager Compensation

Figure 2.23: Bonus Compensation as a % of Total Pay: Average Specialty/Hospital District Manager

Figure 2.24: New Hire Specialty/Hospital Regional Manager Compensation

Figure 2.25: Average Specialty/Hospital Regional Manager Compensation

Figure 2.26: High Performing Specialty/Hospital Regional Manager Compensation

Figure 2.27: Bonus Compensation as a % of Total Pay: Average Specialty/Hospital Regional Manager

Figure 2.28: Compensation and Incentive Structures that Align with Personal Needs

IN-FIELD TACTICS

Figure 3.1: Primary Care Rep Time Allocation

Allocating Reps’ Time

Figure 3.2: Specialty/Hospital Rep Time Allocation

Figure 3.3: Average Daily Visits Attempted by Primary Care Reps

Figure 3.4: Average Daily Visits Attempted by Specialty/Hospital Reps

Segmenting, Targeting and Routing

Figure 3.5: Target Visit Frequency: Primary Care

Figure 3.6: Target Visit Frequency: Specialty/Hospital

Figure 3.7: Barriers to Physician Access

Overcoming Reduced Physician Access

Figure 3.8: Percentage of the Time Reps Detail Physicians: Primary Care

Figure 3.9: Percentage of the Time Reps Detail Physicians: Specialty/Hospital

Figure 3.10: Number of Reps Calling on Physicians by Value: Primary Care

Figure 3.11: Number of Reps Calling on Physicians by Value: Specialty/Hospital

Figure 3.12: Average Minutes Reps Get with Targets: Primary Care

Optimizing Time Earned with Physicians

Figure 3.13: Average Minutes Reps Get with Targets: Specialty/Hospital

Figure 3.14: The Physician-Patient-Rep Triangle

Figure 3.15: Total Office Calls - Finding Key Influencers

Figure 3.16: Sales Force Listening Posts

Abstract

• Investment, Structure and Management - Provides up-to-date investment levels, structuring strategies, and territory management of major pharma sales forces
• Sales Management Strategies - Details companies’ strategies regarding recruiting, hiring, training, and sales team compensation
• In-Field Tactics - Describes real-world maneuvers designed to increase access to physicians and make the most of face-to-face time with targets

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